本文選題：項目管理 + 管理模式　； 參考：《吉林大學(xué)》2014年碩士論文

【摘要】：隨著經(jīng)濟的發(fā)展，房地產(chǎn)項目成為國民經(jīng)濟的支柱性產(chǎn)業(yè)之一，但是隨著國家宏觀調(diào)控的影響，房地產(chǎn)開發(fā)項目的利潤率明顯下滑，因此加強房地產(chǎn)開發(fā)項目的管理水平已經(jīng)成為房地產(chǎn)企業(yè)控制成本、保障企業(yè)收益的關(guān)鍵措施。 本文的研究就針對這樣的研究背景，針對中鐵八局西子香荷項目成本及進度管理問題進行了研究，在本文研究的過程中，首先針對中鐵八局房地產(chǎn)公司西子香荷項目的成本管理以及進度管理的現(xiàn)狀進行了分析，并且深入的探討了當(dāng)前管理存在的問題以及形成的原因。其中在成本和進度控制方面存在的問題主要包括如下幾個方面： 首先在成本管理方面，中鐵八局西子香荷項目普遍存在著缺乏完善的責(zé)任與權(quán)利相結(jié)合的成本管理體制、項目成本核算與實際成本脫節(jié)、項目工程變更太多，缺乏完善的變更登記管理以及缺乏完善的質(zhì)量和工期成本控制體系等問題。在實際的項目施工過程中，具體體現(xiàn)為權(quán)責(zé)利不清，三者之間缺乏聯(lián)系，導(dǎo)致成本管理機制不健全。項目管理模式陳舊，責(zé)任主體不明確、缺乏進度管理意識，人員認識不到位、項目管理手段落后，管理方法推廣難度大以及項目評估不準(zhǔn)確，變更缺乏控制等問題和原因。在香荷項目進度管理過程中，現(xiàn)代項目管理的先進方法和手段沒有得到全面推廣和普遍使用，項目的精細化管理水平還很低，導(dǎo)致了工程項目進度控制偏差不能在項目實施過程中得到有效控制、調(diào)節(jié)和糾正，導(dǎo)致項目進度偏差在最后才被發(fā)現(xiàn)，造成整體項目進度的拖期。在項目實施階段，建設(shè)項目的內(nèi)容變更是在所難免的，變更的提出有多種情況，有使用單位（客戶）需求變化提出的變更，有地質(zhì)勘探與實際情況不符的設(shè)計變更，有設(shè)計遺漏或國家法規(guī)變化的設(shè)計變更，也有施工工藝、新材料替代的變更等等，但無論是何種變更，必須要嚴格地進行管理和控制，特別是會引起投資和工期重大變化的變更，更要嚴格的進行審核、批準(zhǔn)，否則項目的成本、工期控制就會失控。 針對分析的結(jié)果，從項目成本控制以及進度控制兩個方面提出了中鐵八局房地產(chǎn)公司西子香荷項目成本及進度改進策略方案，其中在項目成本管理方面強調(diào)應(yīng)該構(gòu)建西子香荷項目成本控制指標(biāo)體系，西子香荷項目在建立項目成本指標(biāo)體系過程中，應(yīng)當(dāng)以成本核算涉及到的會計科目為基礎(chǔ)。與此同時要完善西子香荷項目成本動態(tài)跟蹤控制具體內(nèi)容。首先，西子香荷項目立項時，必須對項目總體成本有一個基本的評估。其次，嚴格執(zhí)行項目審批流程，并且持續(xù)優(yōu)化改進審批流程。 在項目進度控制方面應(yīng)該確保進度與范圍、成本、質(zhì)量相協(xié)調(diào)、其中重點強調(diào)了工期管理與范圍管理的協(xié)調(diào)、期管理與成本的協(xié)調(diào)以及工期管理與質(zhì)量管理的協(xié)調(diào)等措施。并且強調(diào)實施進度目標(biāo)績效獎懲機制等措施。在獎懲設(shè)計上應(yīng)該制訂合理的考核目標(biāo)。工尤其對于進度計劃中的關(guān)鍵節(jié)點，應(yīng)當(dāng)在制訂工期目標(biāo)時著重標(biāo)示出來，以便及時檢查和督促。其次，制訂具體且可執(zhí)行的獎懲措施，，無法實施或者混亂的獎懲措施，不會給工期管理帶來實際意義。最后，懲戒額度設(shè)計必須保證一定的經(jīng)濟壓力，才能有效制約承包商的行為，使其無法忽視延期所帶來的經(jīng)濟損失。獎懲額度的設(shè)定應(yīng)當(dāng)適度，太輕的無法起到激勵或制約的效果，太重則很難實施，極易導(dǎo)致承包商為進度放棄質(zhì)量與安全。進而達到對項目進度的有效控制。 通過本文的研究，詳細的分析了中鐵八局房地產(chǎn)公司西子香荷項目在成本管理以及進度管理方面存在的問題，為企業(yè)進一步認清該項目的管理過程中存在的問題，進一步制定出管理方案起到借鑒作用和參考價值。
[Abstract]:With the development of the economy, the real estate project has become one of the pillar industries of the national economy. However, with the influence of the national macro-control, the profit rate of the real estate development project has declined obviously. Therefore, strengthening the management level of the real estate development project has become the key measure for the real estate enterprises to control the cost and guarantee the profits of the enterprises.
This study aims at the research background of this research. In this paper, the cost and schedule management of the eight bureau of China Railway is studied. In this paper, the cost management and progress management of the eight Real Estate Company Xizi project are analyzed, and the current situation is discussed. The problems existing in management and the reasons for its formation include the following aspects: cost and schedule control.
At first, in the cost management, there is a general lack of the cost management system which lacks the perfect responsibility and the right, the project cost accounting disjoins with the actual cost, the project engineering changes too much, the lack of the perfect change registration management and the lack of good quality and time cost control system in the eight bureau of the central railway. The actual project construction process is embodied in the indifference between the power and the responsibility, the lack of connection between the three and the lack of contact between them, which leads to the unsound cost management mechanism. The project management mode is old, the responsibility subject is not clear, the progress management consciousness is lack, the personnel's understanding is not in place, the project management means is backward, the management method is difficult to popularize and the project evaluation inaccurate and the project evaluation is inaccurate. In the progress management process of xiangho project, the advanced methods and means of modern project management have not been popularized and widely used, the fine management level of the project is still very low, which leads to the control deviation of the project schedule control, adjustment and correction in the project implementation process. At the stage of the project implementation, the change of the content of the construction project is unavoidable. There are various changes, the changes made by the change of the needs of the unit (customer), the design changes which are inconsistent with the geological exploration and the actual situation, and the design omission. Or the change of the state laws and regulations changes, there are also construction technology, the replacement of new materials, and so on, but no matter what changes, it must be strictly managed and controlled, especially the change of major changes in investment and construction period, more strict examination and approval, otherwise the cost of the project, the control of the time limit will be out of control.
In view of the results of the analysis, from two aspects of project cost control and progress control, this paper puts forward the strategy plan of cost and progress improvement of Real Estate Company Xizi xiangho project in the eight bureau of China Railway, which emphasizes that the project cost control index system should be constructed in the aspect of project cost management. In the course of the standard system, it should be based on the accounting subjects involved in the cost accounting. At the same time, we should improve the specific content of the cost dynamic tracking control of Xizi xiangho project. First, when the West Zi Xiang project is established, it must have a basic evaluation on the overall cost of the project. Secondly, Yan Ge carries out the project approval process and continues to optimize the improvement. Examination and approval process.
In the project progress control, we should ensure the coordination of progress and scope, cost and quality, which emphasizes the coordination of time period management and scope management, coordination of period management and cost, coordination of time period management and quality management, and emphasizes the implementation of progress target performance reward and punishment mechanism. Work out a reasonable assessment goal. In particular, the key nodes in the schedule should be marked out in order to check and supervise in time. Secondly, to formulate specific and executable rewards and penalties, unable to implement or confuse rewards and punishments, and will not bring practical significance to the management of the time limit. The design must guarantee certain economic pressure to effectively restrict the behavior of the contractor and make it impossible to ignore the economic loss caused by the delay. The setting of rewards and punishments should be moderate, too light to be incapable of stimulating or restricting, too heavy to be carried out, which will easily lead the contractor to give up quality and safety for progress. Effective control of the progress of the eye.
Through the study of this paper, the problems existing in the cost management and schedule management of the eight Real Estate Company West China Bureau of China Railway in the aspects of cost management and progress management are analyzed in detail, which can be used for reference and reference value for further identifying the problems in the management process of the project.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：TU72;F299.233.4

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